Just like the human body shivers when it has a fever, an organization frequently has a vague feeling that something is amiss, but is unable to pinpoint what is wrong. Similarly to the thermometer measuring the health of the body, we propose a novel approach to assess organizational health by calculating a series of communication metrics between individuals in the organization. Our goal is to demonstrate that offering individuals the opportunity to reflect on their own communication behaviors has the potential to change those behaviors and ultimately affect customer satisfaction. Since the effects of feedback interventions—or mirroring sessions as we call them—on performance is far from being clearly explained (Hattie & Timperley, 2007; Kluger & DeNisi, 1996), our goal is to offer empirical evidence that there might be a positive association between increasing awareness of your own communication behaviors and an improvement of such behaviors. Just like mirror neurons put the self and the other back together and map the actions of the other into the self (Iacoboni, 2009, p. 155), our virtual mirroring process is grounded on the idea that self-awareness requires socialization and continuous dialog on the impact that our words and behaviors have on others. This paper describes the results of a two-year experiment that started in June 2012, where we assessed improvements in customer satisfaction using a virtual mirroring process that allows employees to learn about their own communication behavior tracked through e-mail analysis. In this project we involved leaders of 26 large accounts in monthly virtual mirroring sessions, where the communication characteristics of the teams working with clients were shared and discussed in plenary and individual sessions. To this purpose, we measured the structure of the communication network, looking at who is interacting with whom, the average complexity of the vocabulary used, as well as the responsiveness of employees to customers’ e-mails. In this study, a social network structure is defined as the structure resulting from the regularities in the patterning of relationships among organizational members (Battistoni & Fronzetti Colladon, 2014; Wasserman & Faust, 1994).